How Innovative Is the Public Transport Sector?
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Toronto Urban Sharing Team
URBAN SHARING City report no 2 in TORONTO URBAN SHARING TEAM URBAN SHARING IN TORONTO City report no. 2 URBAN SHARING TEAM: Oksana Mont, Andrius Plepys, Yuliya Voytenko Palgan, Jagdeep Singh, Matthias Lehner, Steven Curtis, Lucie Zvolska, and Ana Maria Arbelaez Velez 2020 Cover design: Lucie Zvolska Cover photo: Oksana Mont Copyright: URBAN SHARING TEAM ISBN: 978-91-87357-62-6. Print Urban Sharing in Toronto, City report no.2 ISBN: 978-91-87357-63-3. Pdf Urban Sharing in Toronto, City report no. 2 Printed in Sweden by E-print, Stockholm 2020 Table of contents 1 INTRODUCTION ..................................................................................... 1 2 THE CITY CONTEXT ................................................................................. 5 2.1 Geography and demographics ................................................................ 5 2.1.1 Topography and urban sprawl .................................................. 5 2.1.2 Socio-demographics.................................................................. 6 2.1.3 Tourism ..................................................................................... 6 2.2 City governance ....................................................................................... 6 2.2.1 Governance structure ................................................................ 6 2.2.2 City regulatory policies for sharing ............................................ 8 2.3 Economy ................................................................................................ 11 2.3.1 -
2018 Financial and CSR Report Attestation of the Persons Responsible for the Annual Report
2018 Financial and CSR Report Attestation of the persons responsible for the annual report We, the undersigned, hereby attest that to the best of our knowledge the financial statements have been prepared in accordance with generally-accepted accounting principles and give a true and fair view of the assets, liabilities, financial position and results of the company and of all consolidated companies, and that the management report attached presents a true and fair picture of the results and financial position of the consolidated companies and of all uncertainties facing them. Paris, 29 March 2019 Chairwoman and CEO Catherine Guillouard Chief Financial Officer Jean-Yves Leclercq Management Corporate report governance Editorial 4 report Profile 6 The Board of Directors 89 RATP Group organisation chart 14 Compensation of corporate officers 91 Financial results 16 Diversity policy 91 Extra-financial performance Appendix – List of directors declaration 28 and their terms of office at 31 December 2018 91 International control and risk management 69 Consolidated Financial fi nancial statements statements Statutory Auditors’ report on the financial statements 156 Statutory Auditors’ report on the consolidated financial statements 96 EPIC balance sheet 159 Consolidated statements EPIC income statement 160 of comprehensive income 100 Notes to the financial statements 161 Consolidated balance sheets 102 Consolidated statements of cash flows 103 Consolidated statements of changes in equity 104 Notes to the consolidated financial statements 105 RATP Group — 2018 Financial and CSR Report 3 Editorial 2018 – a year of strong growth momentum and commitment to the territories served 2018 was marked by an acceleration in RATP Capital Innovation continues to invest the Group’s development in Île-de-France, in new shared mobility solutions and smart cities, in France and internationally. -
Griffintown Golroo Mofarrahi
Griffintown Golroo Mofarrahi Post-professional graduate program in Cultural Landscapes School of Architecture McGill University August 2009 Report Submitted in Partial Fulfillment of the Requirements of the Degree of Master ofArchitecture Golroo Mofarrahi, 2009 Abstract: This study originates from observation that urban neigh bourhoods are in continuous transition as the economy ebbs and flows. Residential neighbour- hoods will either collapse or redlined for new development as their residents start to move out (The Lure of the Local, 202). At the same time, coun- try towns are being abandoned, working class neighbourhoods are further ghettoized and steel towns are rusting in decay as “deserted downtowns con- trast with exurban building booms” (The Lure of the Local, 202). An example of this type of neighbourhood is Griffintown, which was once a working class neighbourhood squeezed between Saint Gabriel farm and the suburbs of Recollets and Victoria town in Montreal. Griffintown was an industrial and residential district. It was urbanised in the 19th century and gradually decayed through the 20th century. As an industrial district it saw the birth of very first large factories of Canada and was known as the industrial heartland of Canada. The area was of great interest to most developers, and various projects have been proposed for this area. This report addresses the follow ing question: How does the extent artefact system in Griffintown represent tangible evidence of the way of life before forced resettlement, and are there any artefacts worth preserving in Griffintown, an area slated for imminent development? I Résumé: Cette étude trouve son origine dans la notion selon laquelle les quartiers ur- bains sont engagés dans un cycle de croissance et de déclin soumis aux aléas de la conjoncture économique. -
L'écho-Mobile
L’écho -mobile COMMUNAUTo’s newsletter · APRIL 2011 · VOL. XVII, NO 1 Communatuo’s first incursion in an out-of-province market (page 6 ) In this issue/ And more/ Editorial (page 2 ) CarShare HFX Halifax (page 6 ) The Competition Is Not What It Seems Communauto becomes a shareholder Improved agreements (page 4 ) BIXI-AUTO and BIXI-AUTO-BUS (page 6 ) The network reservation is better than ever The DUO and the TRIO are exclusively back for this summer Long distance rates (page 4 ) Caisse d’économie solidaire (page 3 ) Easier access and other improvements A $500 loan to switch to a member subscription and more / > EDITORIAL The Competition Is Not What It Seems Daimler’s car2go, BMW’s premium carsharing Edinburgh, Scotland (a more motivated local service, the upcoming Volkswagen project in firm saved the project at the last minute.) In Hanover and Renault-Nissan’s New Mobility 2008, Honda withdrew from the Singapore Concept, are radically changing the car market after six years, its efforts deemed industry. unsuccessful, despite praise from the critics and the community’s disappointment (And The arrival of the automobile industry’s major yet how difficult would it be for such a large players on the “mobility-on-demand” market company to manage a fleet of just under 100 will hopefully accelerate the concept’s large- vehicles?). scale development over the next few years. Benoît Robert It is sometimes disconcerting that, para- Chief Executive Officer It may seem surprising at first that manu- doxically, companies with the most resources Communauto facturers are investing in the carsharing lack perseverance when it comes to industry, given that it helps reduce household innovation. -
A Bid for Better Transit Improving Service with Contracted Operations Transitcenter Is a Foundation That Works to Improve Urban Mobility
A Bid for Better Transit Improving service with contracted operations TransitCenter is a foundation that works to improve urban mobility. We believe that fresh thinking can change the transportation landscape and improve the overall livability of cities. We commission and conduct research, convene events, and produce publications that inform and improve public transit and urban transportation. For more information, please visit www.transitcenter.org. The Eno Center for Transportation is an independent, nonpartisan think tank that promotes policy innovation and leads professional development in the transportation industry. As part of its mission, Eno seeks continuous improvement in transportation and its public and private leadership in order to improve the system’s mobility, safety, and sustainability. For more information please visit: www.enotrans.org. TransitCenter Board of Trustees Rosemary Scanlon, Chair Eric S. Lee Darryl Young Emily Youssouf Jennifer Dill Clare Newman Christof Spieler A Bid for Better Transit Improving service with contracted operations TransitCenter + Eno Center for Transportation September 2017 Acknowledgments A Bid for Better Transit was written by Stephanie Lotshaw, Paul Lewis, David Bragdon, and Zak Accuardi. The authors thank Emily Han, Joshua Schank (now at LA Metro), and Rob Puentes of the Eno Center for their contributions to this paper’s research and writing. This report would not be possible without the dozens of case study interviewees who contributed their time and knowledge to the study and reviewed the report’s case studies (see report appendices). The authors are also indebted to Don Cohen, Didier van de Velde, Darnell Grisby, Neil Smith, Kent Woodman, Dottie Watkins, Ed Wytkind, and Jeff Pavlak for their detailed and insightful comments during peer review. -
Cusecar – Community Car-Sharing Program: Car Sharing Lessons Learned
CuseCar – Community Car-Sharing Program: Car Sharing Lessons Learned The New York State Energy Research and Development Authority Joseph D. Tario Project Manager and New York State Department of Transportation Robert Ancar Project Manager Prepared by Sarah Stephens Director of Business Development and Public Relations CuseCar of Syracuse Syracuse, NY August 2011 1 1. Report No. C-08-26 2. Government Accession No. 3. Recipient's Catalog No. 4. Title and Subtitle 5. Report Date CuseCar – Community Car-Sharing Program: Car Sharing Lessons Learned August 2011 6. Performing Organization Code 7. Author(s) Sarah Stephens 8. Performing Organization Report No. 9. Performing Organization Name and Address 10. Work Unit No. 11. Contract or Grant No CuseCar of Syracuse, 360 Erie Blvd. East, Syracuse, NY 13202 Contract No. 11103 12. Sponsoring Agency Name and Address 13. Type of Report and Period Covered NYSERDA, 17 Columbia Circle, Albany, NY 12203 Final Report (2008 – 2011) NYS DOT, 50 Wolf Road, Albany, New York 12232 14. Sponsoring Agency Code 15. Supplementary Notes Project funded in part with funds from the Federal Highway Administration. 16. Abstract CuseCar of Syracuse launched services in December 2008 with 3 Toyota Prius Hybrids. CuseCar initially, due to concerns about availability, limited membership to Origination Sponsor Locations, which in turn developed few members. In 2009 CuseCar opened to the general public and has seen a small growth in membership and usage. CuseCar to date has close to 100 members. CuseCar has vehicles centralized in the City of Syracuse Downtown area, with 4 vehicles located within a few city blocks of one another. -
Asia Pacific Rail Virtual Online 10-12 November 2020
Asia Pacific Rail Virtual Online 10-12 November 2020 For speaking opportunities, please contact Parveen Sekhon at [email protected] or +65 9015 3987. © Terrapinn Pte Ltd 2020. This is a preliminary agenda and is subject to change without prior notice. Please do not disseminate without permission. 2020 SPONSORS & EXHIBITORS Diamond Sponsors Platinum Sponsor Gold Sponsors Silver Sponsors Exhibitors © Terrapinn Pte Ltd 2020. This is a preliminary agenda and is subject to change without prior notice. Please do not disseminate without permission. Confirmed speakers: • Dr Jacob Kam, Chief Executive Officer, MTR Corporation, Hong Kong • Punit Agarwal, Chief Project Manager (Systems) at National High • Chua Chong Kheng, Deputy Chief Executive, Infrastructure & Speed Rail Corporation Ltd (NHSRCL), India Development, Land Transport Authority, Singapore • Russell McMullan, General Manager – CRL Assurance and • Michael Peter, CEO, Siemens Mobility, Germany Integration, City Rail Link Project, New Zealand • Rolf Härdi, Chief Technology Innovation Officer, Deutsche Bahn AG, • Marco Gallini, Head of Diagnostics and Maintenance Vehicles Germany Department, Rete Ferroviaria Italiana (RFI S.p.A.), Italy • Naoto Kimura, Director of International Relations Department, • Yanto Yulianto, Head of Signalling, Telecommunication and IT Tokyo Metro Co. Ltd., Japan Department, PT MRT Jakarta, Indonesia • Christian Schlehuber, Manager Governance CyberSecurity & Co- • Jeffrey Sim, Head of Rail Development and Acting Head of North Chair ER-ISAC, Deutsche -
Archived Content
Archived Content Information identified as archived is provided for reference, research or recordkeeping purposes. It is not subject to the Government of Canada Web Standards and has not been altered or updated since it was archived. Some of this archived content is available only in one official language. Translation by CMHC can be requested and will be provided if demand is sufficient. Contenu archive Le contenu identifie comme archive est fourni a des fins de reference, de recherche ou de tenue des dossiers; il n'est pas assujetti aux normes Web du gouvernement du Canada. Aucune modification ou mise a jour n'y a ete apportee depuis son archivage. Une partie du contenu archive n'existe que dans une seule des langues officielles. La SCHL en fera la traduction dans l'autre langue officielle si la demande est suffisante. Canada mortgage and housing corporation societe canadienne dhypoth Eques et de logement CanadaJl*l RESEARCH REPORT External Research Program Montreal: A Rich Tradition in Medium Density Housing CMHC# SCHL Canada HOME TO CANADIANS CMHC—HOME TO CANADIANS Canada Mortgage and Housing Corporation (CMHC) has been Canada ’s national housing agency for more than 60 years. Together with other housing stakeholders, we help ensure that Canada maintains one of the best housing systems in the world. We are committed to helping Canadians access a wide choice of quality, affordable homes, while making vibrant, healthy communities and cities a reality across the country. For more information, visit our website at www.cmhc.ca You can also reach us by phone at 1-800-668-2642 or by fax at 1-800-245-9274. -
Carsharing and Partnership Management an International Perspective
118 Paper No. 99-0826 TRANSPORTATION RESEARCH RECORD 1666 Carsharing and Partnership Management An International Perspective SUSAN SHAHEEN, DANIEL SPERLING, AND CONRAD WAGNER Most cars carry one person and are used for less than 1 hour per day. A tied to actual vehicle usage. A carsharing system in effect transforms more economically rational approach would be to use vehicles more the fixed costs of vehicle ownership into variable costs. intensively. Carsharing, in which a group of people pays a subscription Carsharing is most effective and attractive when seen as a trans- plus a per-use fee, is one means of doing so. Carsharing may be orga- portation mode that fills the gap between transit and private cars and nized through affinity groups, large employers, transit operators, neigh- borhood groups, or large carsharing businesses. Relative to car owner- that can be linked to other modes and transportation services. For ship, carsharing has the disadvantage of less convenient vehicle access long distances, one may use a household vehicle, air transport, rail, but the advantages of a large range of vehicles, fewer ownership respon- bus, or a rental car; and for short distances, one might walk, bicycle, sibilities, and less cost (if vehicles are not used intensively). The uncou- or use a taxi. But for intermediate travel activities, even routine ones, pling of car ownership and use offers the potential for altering vehicle one might use a shared vehicle. The shared-car option provides other usage and directing individuals toward other mobility options. The per- customer attractions: it can serve as mobility insurance in emergen- ceived convenience (e.g., preferred parking) and cost savings of car- cies and as a means of satisfying occasional vehicle needs and sharing have promoted a new modal split for many carsharing partici- pants throughout the world. -
Rapport Financier Et RSE 2019 3 « Plus Que Jamais, Le Groupe Place Au Cœur De Ses Valeurs La Performance Opérationnelle Et Économique, Mais Aussi
RAPPORT FINANCIER2019 ET RSE Attestation des personnes assumant la responsabilité du rapport financier annuel Nous attestons que, à notre connaissance, les comptes sont établis conformément aux normes comptables applicables et donnent une image fidèle du patrimoine, de la situation financière et du résultat de la société et de l’ensemble des entreprises comprises dans le périmètre de consolidation, et que le rapport de gestion ci-joint présente un tableau fidèle de l’évolution des affaires, des résultats et de la situation financière de la société et de l’ensemble des entreprises comprises dans le périmètre de consolidation ainsi qu’une description des principaux risques et incertitudes auxquels elles sont confrontées. Paris, le 6 mars 2020 La présidente-directrice générale Catherine Guillouard Le directeur financier Jean-Yves Leclercq Édito 4 Le groupe RATP aujourd’hui 6 Nos expertises 8 Notre modèle de création de valeur 10 Organigramme du groupe RATP 12 Rapport Rapport de de gestion 13 gouvernement Résultats financiers 14 d’entreprise 89 Contrôle interne Composition du conseil et gestion des risques 26 d’administration et mandats 90 Déclaration de performance Rémunérations et avantages 92 extra-financière 48 Politique de diversité 93 Annexe 1 — Liste des administrateurs et de leurs mandats au 31 décembre 2019 93 Comptes Comptes consolidés 96 sociaux 158 Rapport des commissaires Rapport des commissaires aux comptes sur aux comptes sur les comptes consolidés 97 les comptes annuels 159 État du résultat global 101 Bilan Epic 162 Bilan consolidé 103 Compte de résultat Epic 163 Tableau des flux Annexe aux comptes sociaux 164 de trésorerie consolidés 104 Tableau de variation des capitaux propres 105 Annexe aux comptes consolidés 106 Groupe RATP — Rapport financier et RSE 2019 3 « Plus que jamais, le Groupe place au cœur de ses valeurs la performance opérationnelle et économique, mais aussi la responsabilité sociale Catherine Guillouard Présidente-directrice générale et environnementale. -
SHARED MOBILITY Removing Regulatory Barriers in Canadian Cities
SHARED MOBILITY Removing Regulatory Barriers In Canadian Cities Prepared for ÉQUITERRE MAY 2017 1 SHARED MOBILITY Removing regulatory barriers in canadian cities Submitted to : Prepared by : www.equiterre.org www.dunsky.com Acknowledgements The authors would like to thank representatives of the following organizations for their contributions and insights to this report : Équiterre (Annie Berube and Sidney Ribaux); Coop Carbone (Vincent Dussault); the cities of Montreal, Toronto and Vancouver; and solution providers Car2Go, Communauto, Téo Taxi, Uber and Zipcar. About Dunsky Energy Consulting Headquartered in Montreal, Dunsky Energy Consulting supports an array of organizations in building a sustainable energy future. Dunsky’s clients include leading governments, energy utilities, private firms and non-profit orga- nizations throughout North America. EXPERTISE SERVICES CLIENTELE • Energy Efciency • Assess clean energy • Governments & Demand Management opportunities • Utilities • Renewable Energy • Design policies, plans, & Distributed Resources programs and strategies • Private firms • Sustainable Mobility • Evaluate performance • Non-profits SELECT CLIENTS 2 ABOUT ÉQUITERRE Équiterre is Quebec’s largest and most influential environmental organization, with 20,000 members, 200 volunteers, and a staff of 40 people. Mission Équiterre offers concrete solutions to accelerate the transition towards a society in which individuals, organizations and governments make ecological choices that are both healthy and equitable. Vision By 2030, Équiterre, in partnership with local communities, will have contributed to the development of public policies as well as civic and business practices that lead to a low-carbon economy and an environment free of toxic substances. Areas of Intervention Since its creation in 1993, Équiterre developed projects on key issues such as food, agriculture, transportation, buildings, consumption and climate change. -
Boulder Access Management and Parking Strategies On-Street Car
Boulder Access Management and Parking Strategies On-Street Car Share Policy DRAFT September 2015 On-Street Car Share Policy Review and Recommendations Draft Report September 2015 Executive Summary Introduction Carsharing represents a new approach in transportation policy that is influenced by a larger philosophy that has come to be known as the “sharing economy”. Carsharing taps into a new mindset (generally attributed to the Millennial generation) that deprioritizes vehicle ownership, embraces concerns about rising congestion in cities, promotes more environmentally sensitive policies and the embraces the desire to have a greater range of transportation options. As traffic congestion and parking concerns increase in Boulder, carsharing will become an important component of the overall Access Management and Parking Strategies (AMPS) program. Carsharing has proven effective as a tool to reduce the number of personal cars on the street, increase travel flexibility for people who do not have personal vehicles and reduces both traffic congestion and greenhouse gas emissions. Studies have shown that carsharing decreases personal car miles traveled per year, reduces greenhouse gas emissions, increases perceived mobility of a city, reduces traffic and cuts down on parking congestion. Carsharing also allows increased mobility for low-income populations without owning a vehicle and puts more fuel efficient vehicles on the roads with most carsharing services requiring a certain fuel efficiency for each car in their fleet. Carsharing also has a documented impact on vehicle ownership rates and greenhouse gas emissions: Research shows carsharing members reduce average vehicle ownership from 0.47 to 0.24 vehicles per household. (Smart Mobility, page 21) According to Zipcar, 13% of car share users in Washington, DC and Boston have sold a car since joining and more than 40% have avoided buying a car.